Women's Prospects for Leadership in Social Welfare

Martin, Patricia Yancey; Dsw, Roslyn H. Chernesky

doi:10.1300/j147v13n03_07

Cited by 7 publications

(2 citation statements)

References 41 publications

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“…Assigning meaningful tasks. Delegation to employees of important tasks (Guest et al, 2006;Rose, 2018) and of some decisional power, implying attribution of new responsibilities and authority to exercise them, can promote PIS (Chen and Aryee, 2007), specifically for employees belonging to groups generally occupying inferior positions (Martin and Chernesky, 1989). Indigenous employees need to feel trusted and valued by management, hence favoring autonomy and belongingness (Roche et al, 2018;Thiessen, 2016), and strengthening team cohesion (Man and Lam, 2003).…”

Section: Reaching a Critical Mass Of Indigenous Employeesmentioning

confidence: 99%

Promoting perceived insider status of indigenous employees

Caron

Asselin

Beaudoin

et al. 2019

CCSM

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Purpose While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to breach of the psychological contract, i.e. perceived mutual obligations between employee and employer. The purpose of this paper is to identify how leadership and organizational integration measures can be implemented to promote the perceived insider status (PIS) of indigenous employees, thereby fostering fulfillment of the psychological contract. Design/methodology/approach A search for relevant literature yielded 128 texts used to identify integration measures at the level of employee–supervisor relationships (leader-member exchanges, inclusive leadership) and at the level of employee–organization relationships (perceived organizational support, pro-diversity practices). Findings Measures related to leadership included recruiting qualified leaders, understanding cultural particularities, integrating diverse contributions and welcoming questions and challenges. Organizational measures included reaching a critical mass of indigenous employees, promoting equity and participation, developing skills, assigning meaningful tasks, maintaining good work relationships, facilitating work-life balance, providing employment security, fostering support from communities and monitoring practices. Originality/value While PIS has been studied in western and culturally diverse contexts, it has received less attention in indigenous contexts. Yet, some indigenous cultural values are incompatible with the basic assumptions of mainstream theories. Furthermore, colonial policies and capitalist development have severely impacted traditional indigenous economic systems. Consequently, indigenous people are facing many barriers to employment in ways that often differ from the experiences of other minority groups.

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Section: Reaching a Critical Mass Of Indigenous Employeesmentioning

confidence: 99%

Promoting perceived insider status of indigenous employees

Caron

Asselin

Beaudoin

et al. 2019

CCSM

View full text Add to dashboard Cite

show abstract

“…The focus is on identifying aspects of the situation that may be inhibiting women's advancement into management positions. Whether challenges to existing structures can be successful has been questioned (Martin & Chernesky, 1989). The question is, in part, whether the changes made that do not alter the existing organizations are sufficient or whether a restructuring of organizations needs to be considered.…”

Section: Organizational Structurementioning

confidence: 99%

Women and Management:

Padgett

1994

Administration in Social Work

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In recent years there has been extensive research on women in management and on women's advancement within organizational hierarchies. The range of topics covered within this research reflects a variety of assumptions about leadership, women, and organizations. For research and practice in social work administration, it is important to view the research comprehensively-to examine it within the broader context of the whole body of literature on women and management from social work, social psychology, and business. From that context, it is then possible to see the kinds of questions that have been asked and to give some order to the studies done.There have been two distinct perspectives identified as representing the literature on women and management: leadership research and feminist research. While each has characterized this literature, these perspectives have not previously been combined. The current paper presents a conceptual model of the women and management literature incorporating perspectives from both leadership theories and feminist theory. The resulting framework can be used as a model for analysis-to categorize existing research, to understand

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Gender, Interaction, and Inequality in Organizations

Martin¹

1992

Gender, Interaction, and Inequality

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Women's Prospects for Leadership in Social Welfare

Cited by 7 publications

References 41 publications

Promoting perceived insider status of indigenous employees

Promoting perceived insider status of indigenous employees

Women and Management:

Gender, Interaction, and Inequality in Organizations

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